The Covid-induced lockdowns and restrictions have necessitated a new way of working and accelerated the already growing trend to remote and more flexible employment. With the mass roll-out of vaccines generating hope for a return to some kind of normal in the spring/summer, what are the implications for leadership as staff return to the physical office? This blog highlights some of the questions leaders should consider.
Is it necessary to return to the office?
It has long been known that the trend towards remote working has produced an increase in productivity.[1] Also, the Millennial generation, and increasingly others, want a new, more flexible way of working and balancing home/work life. Add to that the significant and rising costs of commuting and desk space in cities such as London, and the reasons for the trend become clear. Covid, of course, massively accelerated the shift.
The first question for leaders to ask is: ‘What are the benefits and dis-benefits of a full return to the office?’ Given the considerations noted above, it is unsurprising that some big companies have already stated that there will be no return to ‘normal’. However, there are of course some advantages of having staff physically collocated: teambuilding and communications are easier, information and other requests can be serviced faster, there are fewer personal interruptions, etc.
In many cases, a hybrid solution whereby some staff are physically present whilst others are remote, may be the optimal solution.
Tip: If deciding on the remote or hybrid options, try to have periodic physical meetings if feasible: they are good for teambuilding and for better understanding issues and opportunities (some people will share more face-to-face than they will over the internet).
Will my staff want to return?
For some, the enforced lockdown has been a very difficult and demanding time. Whilst there have been positives in terms of productivity, there are also warnings that it is leading to an increase in mental health issues due to loneliness, busyness, frustration, e.g., when trying to balance a demanding job and looking after young children, etc. For people like this, a return to the office is likely to be very welcome news.
However, there will be others who are quite happy with the current arrangements. They appreciate the flexibility remote working offers, do not miss the lengthy commute and have more time to do focused work with fewer interruptions.
Yet others may be more ambivalent: excited about returning but with feelings of uncertainty and even fear, not just because of any lingering virus, but because they know the ways they used to work may no longer be relevant.
These are the types of factor to consider when deciding who should be asked to return and how, e.g., it may suit both parties to have a partial return of, say, 2 or 3 days per week?
Middle managers who are caught between executives who want staff to return and teams that do not want to do so, must use a great deal of tact. It is helpful if it can be shown that the team is still engaged and is meeting or exceeding its targets. Inviting executives to observe virtual meetings and to speak directly with team members can also help, as can ensuring that the team relates to their executives as their most important customers.
How should I lead my team?
It is always important for a leader to understand his/her team members: their motivations, preferred ways of working, etc. When dealing with a crisis or its aftermath, it becomes vital to do so. A ‘one size fits all’ response will not work: some will require additional support and assurance, whilst others will become irritated if being constantly asked ‘are you alright?’. In short, leaders must know their people and must be able to flex their style accordingly. Psychometric assessment tools such as the excellent ‘Everything DiSC’ can help here. As well as surfacing motivations, reactions to conflict and preferred behaviours, they provide a common language that assists leaders and teams in their communications. The ability to choose from a range of DiSC products for more tailored information is an added bonus.
Another great aid is ‘The 5 Behaviours’ which is based on the book ‘The 5 Dysfunctions of a Team’ by Patrick Lencioni. Whilst DiSC empowers personal interactions, ‘The 5Bs’ provides a framework for assessing and developing the behaviours that the highest-performing teams exhibit.
A note of caution: beware of looking for a quick fix. It will take time and patience to read the situation properly and adjust to the new normal. However, investing the time and effort required will ultimately save more of both later on and will enhance performance. Countless studies, including the government-sponsored MacLeod Report, highlight the clear link between employee engagement and business performance. If people think they are being valued and treated considerately as individuals, they are far more likely to stay and perform well (thereby reducing the financial, time and effort costs associated with recruitment and training).
Note that this holds true for all teams from the board downwards.
How will working practices change?
Many companies have been forced to delegate more authority during the Covid crisis. Whilst this carries a risk, the potential benefits in terms of agility and engagement are significant. The temptation upon a return to the office may be to reassume closer control. In many cases, this would be a mistake. Even without the Covid crisis, the pace of change was increasing and showing no sign of abating. Heavily bureaucratic structures place companies at a serious strategic disadvantage in such an environment.
The old, top-down leadership by direction is rarely the optimum approach in today’s world. The companies which are now starting to thrive model delegation and empowerment, but the risk is that they will revert to ‘normal’ when back in the office. In his book ‘Leading Change’, John Kotter rightly identifies a failure to embed new practices in culture as one of the key reasons why change initiatives often fail. Victory is declared too soon and weary advocates readily accept the message whilst resisters claim the job is finished and effort can be diverted elsewhere. Unless addressed and challenged, there follows an inexorable slide back into the old ways of working.
Tip 1: The increased delegation of responsibility makes it even more important to recruit, promote and train effectively.
Tip 2: Delegating authority does not mean there should be no governance. Take care to ensure appropriate (generally lean) reporting and control procedures are in place.
Summary
There are many considerations in addition to the above, but these questions will help leaders address some of the more important factors when thinking about a move back into the office. Good leadership is a critical success factor because it provides the direction, agility and resilience necessary to thrive in a rapidly changing world. Whilst nothing will change the need for business leaders to have a focus on outcomes, the way to achieving the desired results will necessitate more compassion, understanding and a more tailored approach to leading both individuals and teams.
Above everything, be decisive! Do not leave it to your teams to work out what to do on their own. Involve them, but at the end of the day it is down to you to make the decision. Do not be rash but do make a clear decision, ensure it is well communicated and do all you can to lead by example and help your staff adjust.
[1] Our Work-from-Anywhere Future (hbr.org)
